Board Leadership Stage 1: High-Performance Boards - Nov 2021

18–19 November 2021

A course on governance for both experienced and new chairs and chief executives

We know how important it is for trustees and charity leaders to keep up-to-date with regulations and governance guidelines, particularly during challenging times. We are therefore delighted to announce that this training course will be taking place online.

Board Leadership Stage 1 is for both experienced and new chairs and chief executives (ideally attending together). Taking place over two mornings, it will help you in your role of building a high-performance board, delivering valuable insights into the key areas of responsibility for chairs and CEOs and providing you with ideas to keep your board moving forward.  

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  • Dorothy Dalton

    Dorothy Dalton is a leading expert on governance who has written several books on the subject. She was editor of Governance: essential information for effective trustees from July 2005 to January 2016.

    With a ‘first’ in mathematics, Dorothy, a former Headteacher, was chief executive of ACEVO, the association of chief executives of voluntary organisation from 1992 to 2000. She is currently chair of trustees at the Royal National Orthopaedic Hospital Charity. She has been a trustee of many charities including Marie Curie and has been chair of governors of the Petchey Academy in Hackney, chair of trustees of the Journey of a Lifetime Trust (JoLt) and chair of governors of Orley Farm School Trust. From 2000 to 2003 she was a non-executive director of the Inland Revenue. She was a fellow of the Leadership Trust Foundation and of International Students House. She is a life fellow of the RSA. She founded the Journey of a Lifetime Trust (JoLt), the Network of Women Chairs, and Groundbreakers: Voluntary sector women leaders. 

    Dorothy was awarded the Leonard Cheshire Lifetime Achievement Award for enabling disabled people. She was nominated for the 1995 UK Woman of Europe Award for her work in the Voluntary Sector and she is an Honorary Life Member of ACEVO.

    Dorothy has a passion for travel. During her spare time, from 1983 to 2010, Dorothy organised and led month-long challenging expeditions for disabled and disadvantaged teenagers to remote corners of the world. She continues to participates in other expeditions (many of which she organises herself)  including  crossing the Bayuda  Desert by camel, and canoeing, kayaking and white-water rafting the Zambezi between Zimbabwe and Zambia. 

    Publications written by Dorothy:
    •    Financial Governance: a gentle guide for the non-financial charity trustee
    •    Good Governance: a practical guide for trustees, chairs and CEOs 
    •    Recruiting a New Chief Executive: a guide for chairs and trustees
    •    The Board’s Responsibility for Appraising the Chief Executive
    •    Good Governance: The Chair’s Role
    •    Good Governance: The Chief Executive’s Role


PART A (Please note: We will start promptly so please join early to check all the IT is OK and you are connected.  All other times are approximate for guidance purposes only)
Log in to ensure prompt start at 10am
Brief Introductions
The changing environment in which trustees and charities have to operate
Ensuring a deep understanding by Chair and CEO of the fundamentals of governance.
Role and expectations of chairs
  • the chair’s leadership role
  • what the chair cannot do - limitations on the chair’s role
  • respecting the collective authority and responsibility of trustees
Ensuring boards fulfil their governance role:
  • Trustees’ role and the chair’s and CEO’s relationship with trustees
  • Success and failure of organisations - the link with governance
  • Two different models of governance and what each has to offer.
The three key strands of governance: corporate/fiduciary; strategic and impact.
Making informed decisions:
  • Ensuring the board gets the information it needs for good governance.
  • When too much detail is dangerous – when detail could be important
  • What should be in a CEO’s report to the board
  • What constitutes a good proposal to the board
  • Basic rules for board papers
  • The chair’s and CEO’s role in quality controlling board papers
Making sure your board is addressing the right issues
  • Why well-crafted agendas are so important.
  • Why planning is vital to help boards fulfil their duties and responsibilities, and stick to their governance role
NOTE: There will be a short 10 minute comfort break at about 11.30am and a 30-minute lunch break at about 12.30pm
Please read the case study before you join PART B
Log in to ensure prompt start at 10am
Case study
Chair/CEO and CEO/board relationship:
  • Ensuring the board can hold the CEO to account without meddling in management 
  • Building a successful chair/CEO relationship
Behaviours that can damage the relationship.
Refreshing the board and finding new trustees
  • providing support to and ensuring new trustees become effective as quickly as possible.
  • Open session - a chance to raise any other governance issues
12. 30pm


(prices exc VAT)
Governance & Leadership subscriber - £195
Standard charity rate - £235
Corporate Governance & Leadership subscriber- £300
Corporate delegate- £400
For group bookings email [email protected] 

Terms & Conditions

Substitution and cancellation policy: On receipt of your booking form, your place is confirmed. Delegate substitutions are allowed. Up to and including 14 days prior to the event, a refund (less a 15% administration fee), or one complimentary transfer to another training date can be issued. Only one complimentary transfer can be issued, no refund will be issued for a cancelled transfer.  Once a transfer has been processed, refund for the original booking will not be issued. Refunds or transfers are not available less than 14 days before the event date. Confirmation of cancellations MUST be in writing and sent or faxed to Civil Society Media at 15 Prescott Place, London, SW4 6BS 020 7819 1200 (fax: 020 7819 1210).